CUSTOMER KPIs 5. Increase wallet share
Target: Deepen wallet share of individual and corporate customers
Outcome: Institutional Banking IBG non-loan to total income ratio was
maintained and Consumer Banking CBG non-interest income ratio rose
CBG non-interest income ratio IBG non-loan income ratio
2009 2010
2011 2012
2013 2009
2010 2011
2012 2013
30 32
34 38
41 39
41 48
50 50
6. Increase customer satisfaction Target: Increase customer satisfaction
Outcome: Improved customer satisfaction in Institutional Banking
and Consumer Banking based on customer surveys
Customer satisfaction scores 2012
2013
Wealth Management customer engagement score 3.81
4.02
Consumer Bank customer engagement score 3.71
3.86
Large corporate bank ‘core bank’ score 59
65
SME bank customer engagement score 4.03
4.05
Customer engagement scores 1 = worst; 5 = best based on survey to measure customers’ satisfaction with DBS across markets. ‘Core bank’ score is the percentage of surveyed customers across the region who view DBS as a top 3 bank
7. Maintain high employee engagement Target: Build a highly engaged organisation
Outcome: The Gallup Q
12
grand mean score was maintained at 4.31 out of a possible 5. We were awarded the Gallup Great Workplace Award 2013 for
the high level of engagement
8. People development Target: Provide our people with development opportunities for professional
and personal growth Outcome: Enabled our people to broaden their exposure across businesses and
markets. More than one-quarter of positions illed internally in 2013
EMPLOYEE KPIs
2009 2010
2011 2012
2013
Positions filled internally
DBS Q
12
grand mean score
Mobility
■
Target
■
Actual 3.92
20 4.00
28 4.11
4.31 4.31
1. Entrench leadership in Singapore Target: Be the dominant universal bank in our home market
Outcome: Record income and earnings despite low interest rate environment. Excluding regional trading income booked in Singapore, the core domestic franchise
posted double-digit percentage growth in income and earnings
3. Rebalance the geographic mix of our business Target: Build out our franchises in growth markets of China, Taiwan, Indonesia and
India to achieve a more balanced geographic mix Outcome: Made headway in growth markets with China’s and Indonesia’s
income at new highs; tempered by the macroeconomic environment in India
2. Reposition Hong Kong Target: Anchor of our Greater China franchise to capture China-related lows
Outcome: Income and earnings at new highs as we repositioned our franchise to capture the beneits of Hong Kong-China connectivity and the growing afluent
customer segment
GEOGRAPHIC KPIs Income SGD m
China, Taiwan, Indonesia and India income SGD m
Income SGD m
2009 2010
2011 2012
2013 1,366
1,465 1,453 1,532 1,863
2009 2010
2011 2012
2013 3,991
4,426 4,719 4,966
5,415
of Group income 11
14
STRATEGIC PRIORITIES 50 WEIGHTING
+9
+22
2009 2010
2011 2012
2013 759
767 1,056
1,161 1,249
4. Build a leading SME Banking business Target: Serve SMEs by leveraging our local franchises and insights
Outcome: Record income through asset growth and stronger non-interest income activities
6. Build out transaction banking and treasury customer businesses
